GSOE9820 Engineering Project Management Robot Blacksmith Project Project Management Plan SUBMITTED BY: DREAM TEAM BY SIGNING THE BELOW DECLARATION, I AGREE WITH THE CONTRIBUTION LIST PROVIDED FOR THE PROJECT AND THAT I HAVE NOT INCLUDED ANY PLAGIARIZED CONTENT FOR MY INDIVIDUAL CONTRIBUTIONS. Group Members Mark Saturnino Rafael Formoso Joel Lawrence Jessica Leau Ramon Ningye Zhang zID z000001 z000002 z000003 z000004 z000005 z000006 Member Contributions Declaration (signed) (signed) (signed) (signed) (signed) (signed) 2 1 Project Charter 1.1 Project Background The invention of the Computer Numerical Control (CNC) machine revolutionized the global manufacturing industry, allowing manufacturers to produce items with incredibly high precision without sacrificing speed and consistency. This was followed by the introduction of the additive manufacturing process, also known as 3D printing, which gave users the ability to create objects with far more complex shapes by building items layer by layer. While both methods have their inherent benefits, they both come with significant drawbacks. CNC manufacturing leaves large amounts of waste materials as material is stripped away, and objects created with additive manufacturing have known limits to their structural integrity given the resolution of the printer, as well as open-air exposure during the formation process. Metamorphic manufacturing was designed in response to these two problems, built around the idea of reshaping raw materials rather than trimming away or compounding material. It allows for much finer grained control over the structural properties of the material, inspired by how a blacksmith can reshape metal using only heat and compressive force. It seeks to extend this even further, by using modern computational systems and artificial intelligence to create highly complex geometrical objects, all without the need to create a cast or a die for each individual object [1]. 1.2 Project Objectives The objective of the project is to build a shared MM cell at UNSW which will be used as a foundation for technological development and interdisciplinary research between universities and private institutions. The project’s benefits are closely aligned to UNSW’s 2025 Strategy1: “to improve lives globally through innovative research, transformative education, and commitment to a just society”. This project exemplifies these in the following ways: A. Academic Excellence: a. Deliver a facility capable of sustaining high quality research and encouraging academic excellence to contribute to the strategy involving University Research quality, sustaining UNSW within the top 50 research-intensive universities worldwide, b. Contribute to Educational Excellence by enabling lecturers to use it to enhance their mode of instruction, c. Deliver a facility that offer hands-on experience to over 500 students and researchers each year across the engineering and science disciplines, d. Design a facility that enables at least 5 research articles published in the Q1 journals each year and 2 co-published research with the Group of 8 or other international universities, e. Design a cutting-edge course on Metamorphic Manufacturing to be offered in UNSW by 2025. B. Innovation and Engagement: a. Collaborate with other faculties within UNSW (School of Computer Science and Engineering) and foster research opportunities with universities from the Group of 8, as well as industry projects. b. Provide a new avenue for collaboration with international institutions, c. Develop entrepreneurship and innovation, enhancing opportunities for the start-up culture and increasing the number of startups that the UNSW Founders Program supports to 1100 by 2025, d. Open additional opportunities for research funding by approximately $5 million from knowledge exchange and other contract works with external organizations within five years of the project’s completion (E5), e. Increase UNSW’s brand awareness by issuing promotional material showcasing UNSW’s state-of-the- art facilities, targeting future students in alignment with UNSW 2025+. 1 2025 Strategy Update, UNSW January 2020 GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 3 f. Becoming a global leader in research on metamorphic manufacturing technology, contributing to the advancement of modern digital manufacturing. 1.3 Project Stakeholders and Benefits 1.2.1 Academic community Student o Current Students – The MM cell will be accessible for current undergraduate and postgraduate students interested in research, or for students taking the UNSW course on additive manufacturing. Their access to state-of-the-art facilities and education will serve to improve their employability and competitiveness in the rapidly evolving job market. PhD students will be able to conduct research in a highly innovative field and collaborate with researchers from other universities, improving their research output and paving the way for additional research grants and funding, o Alumni – Alumni will benefit from the improved reputation of UNSW, potentially leading to increased financial contributions, and access to their professional network, o Future – The facility can improve the quality of life of the student community by providing a venue for extracurricular activities, attracting highly motivated students. Academic: o Research – The MM cell will provide a space for collaboration and innovation, attracting researchers to deliver cutting edge research, increasing the university’s overall research output, o Teaching – The MM cell contributes to Educational Excellence by providing a facility that allows students to develop hands-on experience with the course material (transformative education), o Research Companies – The facility would enable the university to attract partners from industry, providing opportunities for grants and partnerships (wider social engagement), o Other Universities – The facility would enhance our partnerships with other Go8 universities through collaborative research (knowledge exchange). UNSW Executive – The overall enhanced reputation of the university would aid in increasing revenues and securing funding for the university’s various pursuits, improving the institution’s financial sustainability. Project Sponsor (Dr. Xiaopeng Li) – As the main sponsor of this project, its completion would serve to enhance his personal reputation while providing a facility allowing him to conduct further research into his area of interest. 1.2.2 External Community Australian government (primarily Australian Research Council, see Communication Plan) o As the largest single contributor to the economy, the government may be interested in providing research grants to enhance its own capabilities, o The university’s continued record of providing state-of-the-art facilities and education would serve to attract international students, following Australia’s overall strategy for education. Industry partnership o Industrial proponents may be interested in becoming early adopters of this new, cutting-edge technique as a way of driving down costs and improving output. This could lead to research and scholarship funding, as well as partnerships with industry competitions such as the Lightweight Innovations for Tomorrow (LIFT) Manufacturing Institute. o The MM cell would allow for research into techniques that could help environmental sustainability by reducing material waste and energy consumption, thereby decreasing manufacturers’ carbon footprint. Local Outreach o A larger university presence would benefit the local community through increased economic activity, and an improved reputation and media profile. GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 4 2 Scope Statement This project aims to deliver a metamorphic manufacturing cell (MM cell) within the UNSW campus. This includes the renovation of a room on campus to accommodate all the necessary equipment. Given the rapidly evolving nature of the field, the cell will be designed with modularity in mind, such that components may be added, removed, or swapped out as needs arise and as paradigms change within the broader research community. Each component of the MM cell has been chosen to cover some aspect of the five fundamental elements of metamorphic manufacturing (STARC)2. 2.1 Acceptance Criteria The project will be considered complete once all sub-deliverables have been fulfilled. The MM cell will undergo a final test, wherein it will be required to transform a bar of titanium into a 3D shape, given through a CAD model designed by the project sponsor. The project will be considered closed once all deliverables have been turned over to the project sponsor. 2.2 Deliverables The primary deliverable for this project will be a fully functional MM cell, equipped with the tools necessary to reshape 1-kilogram bar of titanium or low alloy steel based on a given CAD model. A sample layout is provided in Appendix F. The MM cell can be decomposed into the following major sub-deliverables: 2.2.1 Facility Renovation The chosen facility will be renovated to fit the electrical and safety requirements of the MM cell. The project will include the development of a layout design, and a request for proposal will be developed to solicit contractors to perform the renovation. 2.2.2 Staging Area The staging area refers to a location separate from the rest of the MM cell in which researchers may place their material inputs prior to the manufacturing process. To ensure the researchers’ safety, a plexiglass shield will be installed, and materials must be fed through a conveyor belt. Light curtains will be installed to ensure that any machinery remains off while there are people within the cell. 2.2.3 Robotic Deformation System The robotic deformation system will consist of a robotic arm and a power hammer. The robotic arm will be used as a workpiece manipulation unit, adjusting the pose of the material over the power hammer, while the power hammer will be used to apply force to the material to deform it. 2.2.4 Induction Furnace A furnace will be installed to apply heat to the material prior to forging. An induction furnace was chosen over other types of furnaces because of its portability and its lowered impact on the environment compared to alternatives such as gasoline or coal-powered furnaces. 2.2.5 Sensor Array The sensor array will consist of six depth cameras, which will be used to monitor the dimensions and geometry of the material in real-time, as well as the current state of the workpiece manipulation unit and power hammer. Its data will be fed into the materials deformation simulator. In addition, the sensor array will include an infrared sensor to measure the temperature of the material. 2 [2] GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 5 2.2.6 Central Control System The central control system refers to the computer that will be used to process the sensor data, simulate the material, and send commands to the robotic deformation system and induction furnace. It will also have all the standard amenities available to university computers, such as intranet access. 2.2.7 Deformation Simulator The deformation simulator will be a software application designed to model the physical properties of the material and accurately simulate its deformation given stress. An application programming interface (API) will be provided to allow other applications to feed it sensor data, manipulate its simulated actuators, and extract data for further processing. 2.2.8 Morphology Solver This will consist of a software application which utilizes artificial intelligence to develop a sequence of actions to morph the material into a given goal state. The application will interface with the deformation simulator and robotic deformation system. Users will interact with this system by loading a predefined CAD file and specifying parameters to control the solver (e.g. maximum action sequence length). 2.2.9 Project Documentation The project documentation will describe all the information necessary to properly operate, maintain, and extend the system’s hardware or software components. It will be provided to academics and technicians at the end of the project covering all aspects of the MM cell. 2.3 Exclusions The project deliverables are limited to the components specified above. Though the facility will provide capacity for possible extensions to the cell, the development, maintenance, and installation of such extensions are beyond the scope of this project. During the renovation, the project team will not be responsible for the removal of any structures found during the construction of the facility that were not present in UNSW’s provided blueprints. 2.4 Constraints This project will operate under a fixed budget of $2,000,000.00, including any contingencies. Project funding will be provided by the project sponsor. All purchases related to the project must be coursed through UNSW’s Strategic Procurement Team. In addition, all processes required to produce the facility, as well as all activities performed in the operation of the facility itself, must abide by UNSW’s Work Health & Safety policies. 2.5 Assumptions This project will operate under the assumption that a room has been provided prior to the commencement of this project. The room provided is assumed to be in good condition and pre-approved to be transformed into a laboratory by NSW (SafeWorkNSW) and UNSW (OH&S Guidelines). 6 3 Work Breakdown Structure Given
the major project deliverables outlined in Section 2 – Scope Statement
of this document, their related work packages can be decomposed further
to provide a clearer representation of the work that must be
completed to ensure their successful delivery (PMBOK Section 5.4)3. The
complete work breakdown structure diagram may be found in Appendix A. Figure 1 : Work breakdown structure 3 [1] 7 4 Cost & Time Estimation Table 1 presents a summary of the Project Cost and Duration estimates. The full breakdown for each of the work packages can be seen in Appendix H. The contingency budget provided in Table 1 covers both the HR cost and material cost (see Appendix E). The breakdown of the contingency budget is $194,930 for HR cost and $136,750 for material cost. Based on these figures and the ones from the table, the comparison of total cost between HR and Material expenses can be seen in figure below. The total contingency budget of $331,680 represents 27.20 % of the planned cost which is very likely in complex and innovative projects. Figure 2 : Comparison between total HR Cost and Material Cost WBS Deliverables Working days HR Cost Contingency Time Buffer Contingency Budget Material Cost Total Cost 1. Concept Design 40 $49,046.20 – $5,000.00 – $54,046.20 2. Preliminary Design 55 $21,072.80 – – – $21,072.80 3. Renovated Facility 103 $15,149.97 – $2,000.00 $26,700.00 $43,849.97 4. Hardware Components 4.1 Central Control System 20 $11,146.61 20 $12,500.00 $25,000.00 $48,646.61 4.2 Workpiece Manipulation System 80 $41,059.53 40 $96,500.00 $150,000.00 $287,559.53 4.3 Mechanical Power Hammer 80 $31,759.64 20 $61,500.00 $80,000.00 $173,259.64 4.4 Induction Furnace 80 $31,759.64 – $27,500.00 $44,000.00 $103,259.64 4.5 Sensor Array 20 $7,311.44 20 $8,561.60 $2,500.00 $18,373.04 5. Software Components 5.1 Morphology Solver 310 $165,725.91 20 $19,497.60 – $185,223.51 5.2 Deformation Simulator 310 $155,977.33 20 $14,623.20 – $170,600.53 5.3 Sensor Array 130 $58,491.50 – $19,497.60 – $77,989.10 6. MM Cell Integration 100 $225,674.62 – $64,500.00 – $290,174.62 7. Project Management 540 $77,472.73 – – – $77,472.73 $891,647.91 $331,680.00 $328,200.00 $1,551,527.91 WBS Level 2 Table 1 : Time and Estimate of the Project WBS Level 3 GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 8 5 Network Diagram To describe the relationship between various work packages and examine the flow of activities, a network diagram is included in Appendix B, following the logic specified in Lock, Chapter 144. The precedencies in the Diagram follow the patterns described in Work Breakdown Structure of this document. All durations are listed in working days and aligns with the estimated timeframe set in Cost and Time Estimation. Notably, the development of the deformation simulator, and to a lesser extent the morphology solver, are critical to ensuring that the project is completed on time, i.e. they lie along the critical path described in Lock Chapter 145. The length of their development also adds a significant cost burden to the completion of the project. To address this concern, each software component is expected to be developed simultaneously, however, acceptance testing for any individual software component is contingent on the completion of any other component which is more closely integrated to the hardware of the MM cell. Given the experimental nature of the project, software teams will be expected, but not required, to use Agile development to manage the delivery of their respective sub-components. Other risk events which may potentially affect the schedule are discussed in Appendix D, in the Risks and Opportunities Register. 6 Project Schedule The project is expected to be finished within 540 working days. A full week is considered as 5 working days where each day represents eight (8) hours of work. The timeline showing the Key Project Milestones is presented in Figure 3, to give an overview of the Project Schedule. A detailed version that shows all work packages involved can be seen in Appendix G and Appendix I. Figure 3 : Project Timeline Overview 4 [3] 5 [3] 9 7 Stakeholder Management and Communication Plan 7.1 Stakeholder Management Plan 7.1.1 Stakeholder Identification Section 13.2.3.1 of PMBOK 6th ed6 presented a structured approach to identify, analyse, and engage stakeholders that directly or indirectly impact the direction, progress, and outcome of the project based on their needs, concerns, interests, influence, and authority. To this end, being able to recognise the right stakeholders for a particular project is critical as their involvement primarily determines the fate of the project. For the MM Cell Project, the Team used iteratively the tools and techniques specified in Section 13.1.2.1 (Expert Judgment) and 13.1.2.2 (Data Gathering) of PMBOK 6th ed7 to produce the list of relevant stakeholders by the end of the Planning Phase. This list, is shown in Appendix C: Table 5 and Table 6 which contain the identification information and contact details of each stakeholder, including the nature of their expected involvement in this Project whether Primary (through Project Execution) or Secondary (through the UNSW Strategy) and their current association with UNSW (Internal or External). 7.1.2 Stakeholder Analysis and Engagement Some of the data analysis tools mentioned in Section 13.1.2.3 of PMBOK 6th ed8 were employed to further classify the stakeholders identified in the previous section. Each of the stakeholders was evaluated based on the level of Power (impact of stakeholder to the project) and level of Interest (impact of project to the stakeholder), in relation to the Project. The outcomes were numerically represented from 1 to 5 where 1 is the lowest rating (Very Low) and 5 is the highest rating (Very High). A detailed definition of the different ratings specific for each metric is presented in Appendix C: Table 8. The two metrics were then considered as the decision criteria in a Decision Matrix shown in Appendix C: Table 9, to identify the stakeholders’ engagement levels which were then refined and translated to the four organisational capabilities (see Appendix C: Table 10) for the efficient management of stakeholders. Through this multicriteria analysis, the Project Manager will be able to engage each stakeholder effectively during project execution and in decision making to maximise their individual contributions and meet their specific needs. The analysis and proposed engagement plan for each identified stakeholder is shown in Appendix C: Table 7. 7.1.3 Stakeholder Engagement Monitoring One of the concepts presented in Chapter 13 of PMBOK 6th ed9 about developing the Stakeholder Plan is the iterative nature of the activities involved. A routine checking of the Plan is necessary to capture changes to the stakeholder information which could occur at any point in the Project lifecycle, even during the execution and control phase. Such changes could have significant implications to their project goals or contributions, and thus must be re-examined to adjust, if necessary, the management approach of the concerned stakeholders. For the MM Cell Project, the Stakeholder Management Plan will be checked regularly and updated as often as necessary to maintain the accuracy of the Stakeholder Register and Stakeholder Analysis and Engagement. Where applicable, other sections of the PMP will be revised accordingly to ensure the change is integrated across the PMP. Some of the areas that could be affected are the Stakeholders and Benefits, Communication Plan, Risks Assessment, Project Schedule and Project Cost. The stakeholder monitoring will be scheduled fortnightly and at every milestone completion which are both in line with the frequency of Risks Audit as part of Risk Response Control. The identification of new risks that relates to stakeholders will be captured in this review process and also through the use of other tools described in Risk 6 [1] 7 [1] 8 [1] 9 [1] GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 10 Identification. Through this constant monitoring and integration, it can promptly address new risks to manage its overall impact to the Project. Similarly, the opportunities arising from the movements in stakeholder power and influence will be aptly exploited to maximise the value-adding capacity of each stakeholder. Any change to the Plan will be subject to the change management process where a change request is required. 7.2 Communication Management Plan 7.2.1 Governance This Communication Plan is based on the principles presented in 10.1.1 Project Communications Management PMBOK 6th ed10 and this document will be the reference in managing and controlling all communication channels to exchange information during the project execution. Through this Plan, the Project aims to deliver, retrieve, or exchange relevant information of the appropriate quality and quantity using different media between and among relevant stakeholders in a timely manner to satisfy the goals of each stakeholder as indicated in Stakeholder Analysis and Engagement, accomplish outcomes presented in the Project WBS and ultimately deliver the Project Objectives. To have an effective communication trail and efficient use of resources, the Project Manager will be the central point of all communications within the Project and the main conduit between the Project Team and the Organisation (UNSW Community). Additionally, the Project Manager will be accountable for the interactions with external linkages, in coordination with the relevant functional teams of the host organisation. 7.2.2 Project Documents and Communication Management As shown in in Appendix C: Table 11, the Communication Management Overview of the Project uses some of the communication methods presented in 10.1.2.5 PMBOK 6th ed11 which will form part of the Project Management activities to generate the Reporting Documents for this Project (see in Appendix C: Table 12). In reference to 10.2.1.2 Project Documents and 10.2.1.3 Work Performance Reports PMBOK 6th ed12, the Project Documents will contain but not limited to details about the activity status, risks, concerns, challenges, and change requests which will be used to produce summary dashboards, project reports, Action Plans, promotional materials, among others. The communication materials will be shared to all relevant stakeholders (Primary and Secondary) for the purpose of disseminating execution-related information (e.g. reporting), promoting the Project Benefits in relation to the UNSW 2025 Strategic Priorities, gauging movements in the stakeholders’ level of support, interest, and influence, requesting for feedback, or inviting for collaboration and partnership. The Project Team will adapt also the 5C Rules in Written Communications and some Communication Skills mentioned in 10.1 PMBOK 6th ed13 as additional measure to prevent misunderstandings which could lead to undesirable project outcomes. In the first few Project Team daily meetings facilitated by the Project Manager, there will be an allocated discussion time for each Work Package (led by a Supervisor) with the whole Team. As the Project progresses, only the highlights and critical updates will be presented. For any issues raised, the Project Manager will retain the relevant members to discuss the details of the raised issue and dismiss the others whose tasks are not related and/or impacted by the incident so they can carry on with their activities. If needed, an emergency meeting can be arranged depending on the resources required, urgency, and criticality of the issue. 7.2.3 Communication Plan Updates The approach to re-evaluate and update the Communication Plan will be similar to what is discussed in Stakeholder Engagement Monitoring. Before any revisions to any part of Plan is made, a change request will be submitted and subject to the integrated change control process of this Project. 10 [1] 11 [1] 12 [1] 13 [1] 11 8 Human Resource Plan The Human Resource Plan was developed using Resource Management guide provided within PMBOK14. 8.1 Identification of resources The project will use a 6-person project management team for coordination. This was identified using the Schedule and Work Breakdown Structure (WBS). These fixed term contracts are derived using the responsibilities determined within the RACI Chart and aligned with the previously mentioned schedule and WBS. With the exception of the Professional Officer and the Process Engineer, the roles with be a fixed-term 1-year contract. The Process Engineer will have a contract for the life of the project to ensure testing stages are completed and the Professional Officer will be expected to manage the MM Cell on behalf of the school while also continuing industry engagement and undertaking new projects for the school. Further to this team, software engineers will also be hired for delivery of the software systems. 8.2 Acquiring resources Roles and responsibilities will be provided to UNSW Human Resource who will manage the recruitment process of the project team. Construction and procurement will make use of UNSW’s Tenderlink service to obtain the resources necessary for these stages. This reduces risk of workforce sourcing issues however there is room for risk of under- budgeting potential tenders. These potential extra costs were appropriately assessed and where appropriate, have a separate Contingency Budget allocated, based on their risk ratings. There is also the potential for sourcing issues of the project team so recruitment should begin by October 2020, to ensure more than ample time to mitigate this risk. A full list and more detailed discussion of HR-related risks is covered within the Risk Management Plan. 8.3 Organisational Chart The organisational chart in Figure 4 sets out the clear hierarchy required for the project. This will minimise conflicts over authority and help ease decision making. Figure 4: Organisation Chart 8.4 Roles and responsibilities Authority for each role is detailed within the RACI Chart in Table 5. 8.4.1 Process Engineer Position: Full-Time. Duration: 1.75 years. Grade: 5. Salary/Rate: A$84,967. Responsibilities: The successful candidate will develop, configure, and optimize the industrial processes related to the MM Cell from inception through to certification. This includes the designing, running, testing, and upgrading of any and all systems and processes. In doing 14 [1] Steering Committee Project Sponsor Professional Officer Process Engineer Sensors and Software Delivery Lead Software Engineer/s Site and Procurement Manager Builder/s Sub-contractors Mechatronic Engineer Project Safety and Risk Assessor GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team 12 this, they will need to ensure they manage cost and time constraints and provide process documentation and instructions. Competence: The successful candidate will have 5+ years of relevant experience including in process simulations, excellent technical skills, and knowledge of process related standards. They will have a strong familiarity with Australian and NSW Health and Safety Regulations. It is expected they are degree qualified or are suitably certified to match their experience. 8.4.2 Sensors and Software Delivery Lead Position: Full-Time. Duration: 1 year. Grade: 7. Salary/Rate: A$105,650. Responsibilities: The successful candidate will coordinate and manage the software development process using Agile methodologies. They will also coordinate and manages the sensor development and installation process. Competence: The successful candidate will have excellent technical skills and proven experience managing agile software projects. They will also be familiar with hardware system design and integration with experience to match. The role will require the successful candidate to be an analytical thinker who can successfully manage a small team. To complement the Agile experience, they should have matching qualifications. As the lead, they should have 2+ years of leading similar teams and 8+ years industry experience. 8.4.3 Site and Procurement Manager Position: Full-time. Duration: 1 year. Grade: 6. Salary/Rate: A$96,316. Responsibility: The successful candidate will ensure that construction is completed on time and within budget. To do this, they will need to oversee the direction of the project by ensuring that specifications and requirements are being met while coordinating and supervising construction workers. They will also need to assist the professional officer to negotiate contracts, secure necessary permits and leases, and devise fruitful procurement and sourcing strategies. Competence: The successful candidate will have 5+ years relevant experience with proven knowledge of sourcing and procurement techniques. It would be beneficial if they also had a passion and dexterity for “reading” the market. To support their experience, they will need to be talented in negotiations with an aptitude for decision-making and working with numbers. Due to the variable size of their team during the life of the project they will demonstrate strong leadership capabilities in the context of construction management. 8.4.4 Professional Officer Position: Full-time. Duration: Ongoing. Grade: 8. Salary/Rate: A$118,122. Responsibility: The successful candidate will be performing a split role comprised of managing this project and performing wider industry engagement on behalf of the School and UNSW. They will primarily be responsible for providing expert advice to all stakeholders on the efficient use of the MM Cell while driving a culture of continuous improvement by leading the evaluation of the MM Cell infrastructure, service delivery and training. This will include providing innovative solutions to improve systems, procedures, and protocols of the MM Cell. Their secondary role will be to ensure the successful delivery of the project. In doing so, this will position them to successfully fulfil the primary role. To do this, they will need to lead project planning sessions, coordinate staff and internal resources, manage project progress and adapt work as required through use of stage gates and iterative methods. Crucially, they will need to manage and maintain relationships with all stakeholders and to successfully engage with industry by coordinating research agreements and partnerships. Upon the successful c
